From orchestrated resources to supply chain performance: the indirect role of power

Purpose The study applied resource orchestration and resource dependency theories to examine how firm resources affect supply chain performance in Ghana's food and beverage industry, as well as the mediating role of power. Design/methodology/approach A quantitative research approach and explanatory design were employed using survey data collected from firms in Ghana's food and beverage sector. Out of the 427 questionnaires distributed, 395 usable responses were obtained. The data were analysed using partial least squares structural equation modelling to assess direct and specific indirect effects. Findings The results indicate that human, financial and innovation resources significantly enhance supply chain performance, whereas relational and structural resources do not exert direct effects. Power positively influences performance and serves as a critical mechanism, with both partial and full mediation observed across resource categories. The findings reveal that resource value is heterogeneous and context-dependent, and that performance gains are realised when resources are effectively translated into influence that aligns with partner behaviour. Originality/value The study advances the literature by moving beyond the composite view of firm resources and demonstrating that resource effects are not uniform but context-specific. It further positions power as a central mechanism linking resource deployment to performance, offering a more context-sensitive explanation of supply chain dynamics in developing economies.